performance appraisal - ywca usafeff90da-12a6-4162-8aa9-50e0ccec2489}/fillable...performance...

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Performance Appraisal

Rating Scale: Overall averages may be rounded to one decimal place. Below Standards 1 = Does Not Meet Most Position Requirements OR

2 = Does Not Meet Some Position Requirements Meets Standards 3 = Consistently meets the requirements and expectations for

the position. Performs Above Standards 4 = Frequently exceeds the requirements and expectations for the position. Outstanding 5 = Consistently exceeds the requirements and expectations for the position. N/A = Not Applicable Appraisal Summary Average Ratings Compiled from sections I through III. Criteria

Employee Self-Rating

Reviewer Rating

Essential Responsibilities Projects & Objectives from Prior Review Period Professional Development Goals from Prior Review Period Support of Anti-Racism Goal Core Behaviors for All Managerial Core Behaviors (if applicable) Overall Average (Round to one decimal place)

Signatures Employee (Indicates discussion of review) Date Reviewing Manager Date Talent, Performance & Leadership Date

Employee: Name Position Title Reviewer: Review Date:

Name Position Title ____________________________20______

Reviewer Status:

Manager

Purpose: 90 day 6 mos. Annual

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Revised: 6-2011 PDF: 12-2012

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Talent, Performance & Leadership Performance Appraisal p. 2 of 8

Rating Scale: 1 = Does Not Meet Most Expectations, 2 = Does Not Meet Some Expectations, 3 = Meets All Expectations,

4 = Exceeds Some Expectations, 5 = Exceeds Most Expectations, N/A = Not Applicable

I. Essential Responsibilities: Only use whole numbers (1 to 5). Averages for the section should be rounded to one decimal place. Evaluate performance relating to the primary responsibilities, or performance standards, of the position. Employee and reviewer should discuss and agree upon what constitutes the major responsibilities of the position before the review is conducted. Please limit the review to ten responsibilities or fewer. Do include details of the responsibility as appropriate. Responsibility (Major areas of responsibility come from the position description)

Employee Self-

Rating

Reviewer Rating

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Average Rating (Round to one decimal place)




II A. Projects, goals and objectives for review (based on the objectives set at last review): Only use whole numbers (1 to 5). Averages for the section may be rounded to one decimal place. Evaluate performance relating to a maximum of four projects, goals, requirements and/or objectives that were set jointly at the last performance review or during the appraisal period. Include major individual or team projects and assignments. In Comments Section IV, Page 6, both employee and supervisor should indicate status/degree of attainment by providing supportive details showing progress or achievement (e.g. measurable or observable results involving quality, quantity, time and/or cost) as well as obstacles outside the employee’s control. Projects and Objectives to be reviewed

Employee Self-

Rating

Reviewer Rating


II B. Professional Development Goals for review (based on the objectives set at last review): Only use whole numbers (1 to 5). Averages for the section may be rounded to one decimal place. Evaluate performance relating to a maximum of four professional development objectives that were set jointly at the last performance review or during the appraisal period. Professional Development Goals to be reviewed

Employee Self-

Rating

Reviewer Rating


II C. Support of Anti-Racism Mission through Group Participation & Support Support of Anti-Racism Goal

Employee Self-

Rating

Reviewer Rating





III A. Core Behaviors – Evaluate for All Employees: Only use whole numbers (1 to 5). Averages for the section may be to one decimal place. Core behaviors are inclusive of the YWCA’s Strategic Behaviors. Evaluate performance relating to the following core behavioral requirements and provide supporting details in Comments Section IV, Page 6. This section must be completed for all employees. Provide only one rating for each of the five major categories. All-Staff Core Behaviors


Reviewer Rating

Communication: • Exhibits good listening and comprehension skills. • Effectively expresses oneself in all written and oral communications. • Keeps others adequately informed. • Responds with tact, diplomacy and composure with others. • Communicates with integrity, truthfulness and respect.

Teamwork and Collaboration: • Cooperates with others toward the achievement of common goals. • Seeks consensus and win-win solutions to problems and conflicts. • Actively contributes and fully participates in team initiatives. • Puts success of the team above own interests and maintains good

relationships.

Adaptability and Responsiveness to Change: • Supports and adapts to changes in the work environment. • Disciplined in timely response and actions to YWCA/program needs. • Displays a proactive, problem-solving approach toward work. • Committed to life-long learning by increasing skills and knowledge. • Actively seeks and initiates creative, innovative solutions and new

ideas. • Exercises sound, accurate and informed independent judgment.

Quality Driven: • Results oriented & committed to quality through continuous process

improvement. Eliminates ineffective activities & closes performance gaps.

• Anticipates and responds to participant and agency needs. • Demonstrates accountability in communication matched to behaviors. • Monitors own performance and actively seeks feedback. • Fiscally responsible: seeks opportunities to reduce costs or increase

productivity without reducing effectiveness. • Willing to take strategic risks.

Support of the YWCA • Values, supports and acts according to YWCA ethics. Exhibits

personal integrity, honesty and collaboration and respects diversity. • Understands and supports the Agency’s mission to serve those in need. • Through behavior, supports the YWCA mission to empower women

and end racism. • Engages in and supports anti-racism training.





III B. Core managerial behaviors for those who manage others: Only use whole numbers (1 to 5). Averages for the section may be to one decimal place. Evaluate performance pertaining to the following core managerial requirements if applicable. This section should be completed for employees who supervise others (either staff or volunteers). Provide supporting details in Comments Section IV, Page 6. Provide only one rating for each of the four major categories. Core Behaviors (Applicable to those who manage others)


Reviewer Rating

Performance Management: (Applicable if employee supervises others) • Provides constructive feedback when appropriate. • Conducts thorough and timely performance reviews. • Equitably recognizes and rewards good performance. • Acts as coach & counselor to help employees close performance gaps. • Develops employees’ skills and encourages professional growth.

Resource Management: (Applicable if employee supervises others) • Identifies, develops and retains highly talented people. • Allocates funds, materials time and human resources for best return. • Ensures work is completed within specified timeframe, with quality. • Provides sufficient authority and resources to enable employees to act

independently.

Leadership: (Applicable if employee supervises others) • Articulates the mission and a clear vision. • Fosters open, honest, two-way communication. • Encourages employee involvement. • Establishes and clearly communicates priorities. • Role model for employees in both words and actions. • Willing to take strategic risks.

Strategic Thinking: (Applicable if employee supervises others) • Seeks and interprets competitive benchmarking data pertaining to

organizational strengths and weaknesses. • Maintains long-term focus. • Develops project plans including timelines and checkpoints. • Understands major trends affecting the profession and initiates

requisite strategic response.





IV. Comments The employee should complete this section AFTER all prior pages have been completed by both the employee and the reviewer. Include pertinent details, observations, examples of achievement, and areas where there is a discrepancy between ratings, as well as obstacles outside the employee’s control. Employee’s comments: The reviewer should complete this section AFTER the prior pages have been completed by both the employee and the reviewer. Include pertinent details, observations, examples of achievement, and areas where there is a discrepancy between ratings, as well as obstacles outside the employee’s control. Reviewer’s/Supervisor’s comments:




* Employees being reviewed should complete Sections V and VI in preparation for the performance development discussion. V. Professional/Career Development What type of opportunities am I looking for in the next two years? Five years? What career goals have I set for myself? Knowledge, skills, and abilities I need to develop to meet my career goals are: My current strengths and weaknesses include: VI. Feedback What can my supervisor do to help me improve my performance: What changes/improvements are needed in our team or program: In what ways is my current performance helping and/or hindering my career goals?




VII. Action Plan for Next Appraisal Period Action plans should be developed by the reviewer in collaboration with the employee. Action plans should be specific and results oriented with observable and measurable outcomes to be achieved by the next appraisal period. .Maximum: 3 or 4 goals A. Projects and Objectives: These are the objectives to be achieved prior to the next performance review. Objectives should meet the needs of the position, the department and/ or program. These also may include areas in which the employee needs to acquire improved skills. Projects and Objectives may be short term or take up to a year to achieve. Maximum: 4 goals. Projects and Objectives Target Date

B. Professional Development Goals: Establish a plan to acquire the knowledge, skills, and abilities needed for the employee to improve in current position. These are the things that will help the employee to grow professionally. Developmental goals should extend over the course of the next year. Professional Development Goals Target Date

C. Anti-Racism Goals met by Racial Justice Groups Support of Anti-Racism Goal Target Date

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